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0Aachi – spicing up a growth trajectory
Author(s):T.N. Swaminathan, Arun T
Subject area – Marketing and entrepreneurship. Study level/applicability – The case is applicable to MBA core marketing, sales and distribution, strategic marketing, fast-moving consumer goods (FMCG) marketing and entrepreneurship. Case overview – Isaac Padmasingh, a first-generation entrepreneur who was awarded TiECon's “Extreme Entrepreneur of the Year 2010”, has built a Read more
Subject area – Marketing and entrepreneurship. Study level/applicability – The case is applicable to MBA core marketing, sales and distribution, strategic marketing, fast-moving consumer goods (FMCG) marketing and entrepreneurship. Case overview – Isaac Padmasingh, a first-generation entrepreneur who was awarded TiECon's “Extreme Entrepreneur of the Year 2010”, has built a thriving enterprise. From his first job as a salesman in Godrej to being the founder of “Aachi” group of companies with a turnover of INR 700 crores (USD132 million) annual revenue, he has had quite an eventful journey. His early insights in Godrej in sales and distribution, coupled with his entrepreneurial passion, have enabled him to grow his company this far in a short span of 14 years. His business is partly managed by his wife and his two sons who are the directors of this private enterprise. Now he is making bold moves to venture outside Tamil Nadu and become a national brand, which means a major scaling up and moving into the next orbit. Vital questions in scaling are: Is Aachi pursuing the right growth strategy in their effort to scale up? How can Aachi look at the imminent foreign direct investment in retail as an opportunity for growth? Looking back over the years, what has Aachi learnt and how to carry forward the best practices and learn from the mistakes made? Expected learning outcomes – Entrepreneurship: to introduce the entrepreneurial vision in creating a new enterprise, and to understand the characteristics of an entrepreneur. FMCG marketing: to discuss the importance of going-to-the-market strategy, to discuss the importance of distribution reach in rural marketing, to discuss the nuances of branding in Aachi's growth story and to familiarize students in successfully marketing FMCG products. Growth strategies: identifying opportunities for the future, and to explore the growth strategies suitable for Aachi. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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1Miraaya: the trendy women’s wear brand
Author(s):Kartik Dave, Garima Dhamija
Subject area – Brand management, marketing management and retail. Study level/applicability – This case is applicable to postgraduate business management students. Case overview – Mr Rajesh Jain promoted Miraaya chain of stores in the year 2010. Currently, Miraaya is a fast-evolving retail chain selling women’s wear, and this case describes Read more
Subject area – Brand management, marketing management and retail. Study level/applicability – This case is applicable to postgraduate business management students. Case overview – Mr Rajesh Jain promoted Miraaya chain of stores in the year 2010. Currently, Miraaya is a fast-evolving retail chain selling women’s wear, and this case describes Miraaya’s journey since its inception and its attempt to build a brand with limited resources and to carve a place for itself amidst growing competition and fast-growing customer awareness. Though Rajesh almost singlehandedly led the brand, the organization has professionals in each function and there has been process orientation – both for front-end functions as well as back-end functions, right from the beginning. In the second year of operation, the revenue grew very rapidly, but in the third year, when faced with the challenge of stagnant revenue, the organization could still increase the profitability. With a focus on product innovation, he and his team have been able to retain the customers’ interest, which is at a premium with widespread competition from both organized and unorganized women’s apparel retailers. With innovations like salwars in knitted fabric and cropped trousers with elastic waistband, Miraaya remained ahead of the pack. To keep the costs low, Rajesh and his team worked constantly on expanding via franchising and shop-in-shop formats as well as on online sales, thus also increasing the brand awareness. Students might come to the class with an understanding that brand building is done mainly through active communication in the media, while this case would create an opportunity for the students to appreciate that word-of-mouth, online media and building customer relationships via product innovation can be very exciting, affordable and successful media. Expected learning outcomes – With the help of this case, students would learn about customer-based brand equity model and its factors. The case would also help to understand the challenges of brand building in retail in a country like India. It also defines the latest buying behaviour of Indian women and their aspirations. Social implications – The case illustrates the challenges and opportunities for a retail entrepreneur in an Indian environment. The case is a nice piece of work to showcase how a new retailer should build the brand in a highly competitive market. This case can be a source of inspiration among budding entrepreneurs. Supplementary materials – Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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2Mysore Sandal Millennium, the launch of India's most expensive soap
Author(s):Srinivas Reddy, Havovi Joshi
Subject area – Marketing, innovation, strategy. Study level/applicability – Undergraduate, post-graduate and executive education. Case overview – This case is set in January 2012, a few days before the launch of Mysore Sandal Millennium, a super-premium luxury soap offering from the Indian public sector enterprise, Karnataka Soaps and Detergents Ltd. Read more
Subject area – Marketing, innovation, strategy. Study level/applicability – Undergraduate, post-graduate and executive education. Case overview – This case is set in January 2012, a few days before the launch of Mysore Sandal Millennium, a super-premium luxury soap offering from the Indian public sector enterprise, Karnataka Soaps and Detergents Ltd. (“KS&DL”). Three years of research had been put into this product, which contained some of the finest, high-quality ingredients. KS&DL had, over the past decade or so, observed a significant fall in brand image for its signature product, the Mysore Sandalwood soap. While this soap had for many years been considered the premium brand in India, it had lost its place when well-known foreign brands became available in India, and local manufacturers moved towards this segment, manufacturing a whole new range of competitive products such as liquid body washes and gels. It was with an aim to rebuild its image that the company decided to launch the Millennium soap. KS&DL was clear that the product would be initially aimed at the high-income Indians, and then move to expand into the overseas market. However, it remained to be seen if the company could be truly successful in marketing a product priced at a level which would make it unaffordable to most Indians, other than a very thin layer of the ultra-rich. The question remains as to how KS&DL could best go about executing and communicating its strategy to make this launch a success. Expected learning outcomes – This case provides students the opportunity to learn about the challenges faced when a company launches a new brand, particularly a luxury brand in a developing country such as India. Through this case, students will learn about the concepts of brand extension, and, above all, vertical brand extension. It can also be used to discuss the spill-over effects of the launch (and its success) on other existing brands of the company, as well as the overall corporate brand. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes. Close
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3The Chilean wine industry: new international strategies for 2020
Author(s):Christian Felzensztein
Subject area – International marketing, strategic marketing, international strategy, strategic decision making. Study level/applicability – MBA and masters (international business, marketing, international marketing). Case overview – The Chilean wine industry has undergone numerous and profound transformations over the past 30 years. This transformation has allowed a new generation of talented Read more
Subject area – International marketing, strategic marketing, international strategy, strategic decision making. Study level/applicability – MBA and masters (international business, marketing, international marketing). Case overview – The Chilean wine industry has undergone numerous and profound transformations over the past 30 years. This transformation has allowed a new generation of talented viticulturists and winemakers to capitalize on Chile's viticultural paradise and to produce World Class Wines. Chile exports 70 per cent of its wine production; making it the world's most globalized wine industry. Despite these undeniable successes, Chilean wines face very high levels of competition in the different world markets and its average prices are substantially lower than those of its competitors. As a consequence, the industry's present profitability levels are low, and there is an urgent need to elevate the premium positioning and average prices to achieve a sustainable return in the long term. The Chilean wine industry is preparing a new strategic plan and international marketing strategy for 2020 aiming guidelines for a vigorous course of international development and defines the industry's vision, mission, positioning, strategic objectives, opportunities and plans of action with a new strategic marketing perspective. The aim of the case is to develop this new strategic plan and international marketing strategy for the Chilean wine industry. Expected learning outcomes – Students should be able to make a clear competitive analysis with the information provided in the case. Students should also develop positioning maps, SWOT analysis, vision, mission, benchmarking analysis, segmentation, targeting and positioning strategies for international markets. The issues of country of origin effect and country image are relevant as well for analysis and positioning of Chilean wines in international markets. Supplementary materials – Teaching notes. Close
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4AIESEC: the Experience Pakistan challenge
Author(s):Saima Husain, S.A. Nadir Hashmi
Title – AIESEC: the Experience Pakistan challenge. Subject area – Marketing. Study level/applicability – The case can be used in final year undergraduate and graduate level marketing courses in Services Marketing, Marketing Management and Brand Management. Case overview – Meg Lyons, the Vice President of AIESEC Pakistan's Talent Management and Read more
Title – AIESEC: the Experience Pakistan challenge. Subject area – Marketing. Study level/applicability – The case can be used in final year undergraduate and graduate level marketing courses in Services Marketing, Marketing Management and Brand Management. Case overview – Meg Lyons, the Vice President of AIESEC Pakistan's Talent Management and Local Committee Development, has relaunched the Experience Pakistan – a brand designed to develop a positive identity for Pakistan in the AIESEC world in order to have positive growth in the absolute exchange numbers for AIESEC Pakistan. AIESEC's philosophy is to nurture youth and develop them as leaders; all leadership positions in AIESEC are therefore held by individuals for only a year. This being the biggest and an unavoidable problem, Meg has to come up with a way of further developing and strengthening the Experience Pakistan brand. Expected learning outcomes – The case requires the students to suggest a viable action plan for positioning Experience Pakistan and devising the implementation strategy. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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Content Id: Content Information:
1Miraaya: the trendy women’s wear brand
Author(s):Kartik Dave, Garima Dhamija
Subject area – Brand management, marketing management and retail. Study level/applicability – This case is applicable to postgraduate business management students. Case overview – Mr Rajesh Jain promoted Miraaya chain of stores in the year 2010. Currently, Miraaya is a fast-evolving retail chain selling women’s wear, and this case describes Miraaya’s journey since its inception and its attempt to build a brand with limited resources and to carve a place for itself amidst growing competition and fast-growing customer awareness. Though Rajesh almost singlehandedly led the brand, the organization has professionals in each function and there has been process orientation – both for front-end functions as well as back-end functions, right from the beginning. In the second year of operation, the revenue grew very rapidly, but in the third year, when faced with the challenge of stagnant revenue, the organization could still increase the profitability. With a focus on product innovation, he and his team have been able to retain the customers’ interest, which is at a premium with widespread competition from both organized and unorganized women’s apparel retailers. With innovations like salwars in knitted fabric and cropped trousers with elastic waistband, Miraaya remained ahead of the pack. To keep the costs low, Rajesh and his team worked constantly on expanding via franchising and shop-in-shop formats as well as on online sales, thus also increasing the brand awareness. Students might come to the class with an understanding that brand building is done mainly through active communication in the media, while this case would create an opportunity for the students to appreciate that word-of-mouth, online media and building customer relationships via product innovation can be very exciting, affordable and successful media. Expected learning outcomes – With the help of this case, students would learn about customer-based brand equity model and its factors. The case would also help to understand the challenges of brand building in retail in a country like India. It also defines the latest buying behaviour of Indian women and their aspirations. Social implications – The case illustrates the challenges and opportunities for a retail entrepreneur in an Indian environment. The case is a nice piece of work to showcase how a new retailer should build the brand in a highly competitive market. This case can be a source of inspiration among budding entrepreneurs. Supplementary materials – Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (288kb) ]  |  Reprints & permissions
2Mysore Sandal Millennium, the launch of India's most expensive soap
Author(s):Srinivas Reddy, Havovi Joshi
Subject area – Marketing, innovation, strategy. Study level/applicability – Undergraduate, post-graduate and executive education. Case overview – This case is set in January 2012, a few days before the launch of Mysore Sandal Millennium, a super-premium luxury soap offering from the Indian public sector enterprise, Karnataka Soaps and Detergents Ltd. (“KS&DL”). Three years of research had been put into this product, which contained some of the finest, high-quality ingredients. KS&DL had, over the past decade or so, observed a significant fall in brand image for its signature product, the Mysore Sandalwood soap. While this soap had for many years been considered the premium brand in India, it had lost its place when well-known foreign brands became available in India, and local manufacturers moved towards this segment, manufacturing a whole new range of competitive products such as liquid body washes and gels. It was with an aim to rebuild its image that the company decided to launch the Millennium soap. KS&DL was clear that the product would be initially aimed at the high-income Indians, and then move to expand into the overseas market. However, it remained to be seen if the company could be truly successful in marketing a product priced at a level which would make it unaffordable to most Indians, other than a very thin layer of the ultra-rich. The question remains as to how KS&DL could best go about executing and communicating its strategy to make this launch a success. Expected learning outcomes – This case provides students the opportunity to learn about the challenges faced when a company launches a new brand, particularly a luxury brand in a developing country such as India. Through this case, students will learn about the concepts of brand extension, and, above all, vertical brand extension. It can also be used to discuss the spill-over effects of the launch (and its success) on other existing brands of the company, as well as the overall corporate brand. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes. Close
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3The Chilean wine industry: new international strategies for 2020
Author(s):Christian Felzensztein
Subject area – International marketing, strategic marketing, international strategy, strategic decision making. Study level/applicability – MBA and masters (international business, marketing, international marketing). Case overview – The Chilean wine industry has undergone numerous and profound transformations over the past 30 years. This transformation has allowed a new generation of talented viticulturists and winemakers to capitalize on Chile's viticultural paradise and to produce World Class Wines. Chile exports 70 per cent of its wine production; making it the world's most globalized wine industry. Despite these undeniable successes, Chilean wines face very high levels of competition in the different world markets and its average prices are substantially lower than those of its competitors. As a consequence, the industry's present profitability levels are low, and there is an urgent need to elevate the premium positioning and average prices to achieve a sustainable return in the long term. The Chilean wine industry is preparing a new strategic plan and international marketing strategy for 2020 aiming guidelines for a vigorous course of international development and defines the industry's vision, mission, positioning, strategic objectives, opportunities and plans of action with a new strategic marketing perspective. The aim of the case is to develop this new strategic plan and international marketing strategy for the Chilean wine industry. Expected learning outcomes – Students should be able to make a clear competitive analysis with the information provided in the case. Students should also develop positioning maps, SWOT analysis, vision, mission, benchmarking analysis, segmentation, targeting and positioning strategies for international markets. The issues of country of origin effect and country image are relevant as well for analysis and positioning of Chilean wines in international markets. Supplementary materials – Teaching notes. Close
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4AIESEC: the Experience Pakistan challenge
Author(s):Saima Husain, S.A. Nadir Hashmi
Title – AIESEC: the Experience Pakistan challenge. Subject area – Marketing. Study level/applicability – The case can be used in final year undergraduate and graduate level marketing courses in Services Marketing, Marketing Management and Brand Management. Case overview – Meg Lyons, the Vice President of AIESEC Pakistan's Talent Management and Local Committee Development, has relaunched the Experience Pakistan – a brand designed to develop a positive identity for Pakistan in the AIESEC world in order to have positive growth in the absolute exchange numbers for AIESEC Pakistan. AIESEC's philosophy is to nurture youth and develop them as leaders; all leadership positions in AIESEC are therefore held by individuals for only a year. This being the biggest and an unavoidable problem, Meg has to come up with a way of further developing and strengthening the Experience Pakistan brand. Expected learning outcomes – The case requires the students to suggest a viable action plan for positioning Experience Pakistan and devising the implementation strategy. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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5Kick Andy, The Oprah Winfrey TV Show of Indonesia
Author(s):Amalia E. Maulana, Lexi Z. Hikmah
Title – Kick Andy, The Oprah Winfrey TV Show of Indonesia. Subject area – Social Marketing, Entertainment Education Program. Study level/applicability – Postgraduate program. Master in Strategic Marketing and Master in Business Administration. Case overview – In the midst of the many TV shows that do not provide enlightenment, Kick Andy TV Show appeared to provide answers to the public unrest. In the spirit of “Watch with Heart” Kick Andy serves Entertainment-Education and Social rarely glimpsed by the television station. Success of Kick Andy TV Show made this brand doing brand extension such as Kick Andy Foundation, Kick Andy Magazine, Kick Andy Enterprise and others. Challenge for this program is to maintain the right balance between social, entertainment and education. Expected learning outcomes – This Case Study illustrates that Kick Andy TV Show filled the value gap that viewers experienced from existing TV show. This show is similar to the offer of Oprah Winfrey Show in the USA. Student is expected to understand social marketing primarily related to entertainment-education TV show. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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6Web Portals Division in a quandary
Author(s):Muhammad Talha Salam
Title – Web Portals Division in a quandary. Subject area – Marketing, e-marketing, strategy. Study level/applicability – Suited for final-year undergraduate and graduate courses in marketing strategy, strategic sales management, e-marketing and internet businesses. Case overview – This case follows the evolution of Mech Technologies and Website Portals Division within the company. CEO of the company who was also heading the division was grappling an unprofitable venture. A dilemma of competitors offering free services while his portals were devoid of matching revenue stream added to his woes as he was strategizing a turnaround. Readers get an insightful review of the industry, key competitors as well as emerging challenges. Expected learning outcomes – Developing marketing strategy for a small organization in an emerging market. Learning about evolution and challenges faced by internet businesses in developing economies. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes. Close
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7Royal Enfield motorcycles: reviving the brand
Author(s):Sanjeev Prashar, Harvinder Singh, Kranthi Kiran Gude, Saif Uddin Shaik
Title – Royal Enfield motorcycles: reviving the brand. Subject area – Marketing. Study level/applicability – The case is intended for students pursuing post-graduate program in management and studying courses like marketing, brand management and product management. Case overview – This case discusses marketing decisions taken by Royal Enfield Motors Ltd for its popular motorcycle brand Enfield. Starting from the genesis of the brand and the company, this case deliberates the stage when it faced the dilemma of whether to shutdown, sell-off or revive the business. The situation was the outcome of unfavourable environmental forces and inappropriate strategies adopted by the company. This case notes how the company evolved its marketing mix to revive the brand. Expected learning outcomes – The case study has been documented with the aim of helping students to: understand the making of an aspirational brand, analyse how a static offer and positioning can become obsolete in a dynamic marketplace, appreciate how pertinent marketing-mix improvements may lead to the revival of a decaying brand and company, learn about the risks associated with entering into a new market segment at the cost of an existing segment, analyse the viability of the business strategy in light of the competition from international players. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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8Mountain Dew
Author(s):Surajit Ghosh Dastidar, Srividya Raghavan
Title – Mountain Dew. Subject area – Marketing, strategy, and integrated marketing communication. Study level/applicability – The case is suitable for analysis in an MBA level marketing communication course where the theories of hierarchy of effects (HoE) models, push vs pull strategies as well as positioning strategies can be introduced. The case is suitable for analysis in an MBA level marketing course for the module on marketing communications/advertising and promotions. Case overview – Sanjay, the regional head of PepsiCo India (eastern region), had been tasked with the preparation of a support plan for a new communication campaign of Mountain Dew, a yellow-coloured drink in PepsiCo's soft-drink portfolio. He had attended a meeting at the headquarters where he had been briefed on the new national campaign roll-out for Mountain Dew – for the first time with celebrity association. While Mountain Dew had been growing its market share in other regions of the Indian market, the Eastern region had been unresponsive to the mass media image building campaigns. During the meeting, the various aspects of Mountain Dew's performance were discussed and Sanjay was asked to prepare a support plan for the national campaign that will help to increase revenues and market share of the brand in the Eastern region. Expected learning outcomes – To understand the complexities of differential impact of integrated nation-wide communications on various segments of the market due to cultural variations,to understand the role of push strategy vs pull strategy in marketing communications, to understand the role of consistency in image between the trade and consumers perception, to understand the impact of celebrity endorsements, an introduction to the HoE communication models and their applications, to understand limitations of the HoE and Think-Feel-Do models in objective setting and understanding the uses of alternative models, to build a communication plan based on pull vs push strategy. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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9Marketing brand Aava: not as simple as water
Author(s):Varsha Jain, Subhadip Roy, Ashok Ranchhod
Title – Marketing brand Aava: not as simple as water. Subject area – The present field-based case study is related to topics in marketing area, more specifically brand management, strategic marketing and business strategy. Study level/applicability – This case is primarily meant for second-year students in a postgraduate program in business management (MBA). The case could also be discussed in an executive development program on marketing/business strategy. Case overview – The present case is based on Aava natural mineral water, the brainchild of Mr Behram Mehta, Chairman of Shelpee Enterprises. The case explores at the various marketing strategies adopted by Aava in India. The case traces the brand's foray into the Indian bottled water market as a regional players and its growth as a pan Indian brand. However, in early 2012, the majority of Aava's sales were coming through institutional sales. The brand was facing a challenge of trying to find a foothold in the retail market. The balance between becoming a mass and a premium brand was also looming large. The major question that Aava needed to answer is whether it should restrict itself to the B2B market or whether it should try to penetrate the retail market. Given the latter is more beneficial for the company, the issues of product, pricing and brand communication needed to be revisited since these are not similar for B2B and B2C brands. Expected learning outcomes – The various learning outcomes of the case include: understanding the differences between B2B and B2C marketing and the need for different strategies for both, apply marketing research findings to introduce a product in a market, evaluate and execute marketing communication strategies based on human behaviour for more effectiveness, evaluate alternatives leading to the right choice of branding/marketing strategy, understand the role of 4Ps of marketing for successful business and industry analysis. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes. Close
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10100% Great Songs, reverse positioning of Delta FM Radio, Indonesia
Author(s):Amalia E. Maulana, Pandu Jati Kuncoro, Lexi Z. Hikmah
Title – 100% Great Songs, reverse positioning of Delta FM Radio, Indonesia. Subject area – Reverse positioning, market segmentation, customer-centric organization. Study level/applicability – Postgraduate program; Master in strategic marketing and Master in business administration. Case overview – Declining radio listenership is triggered by lack of attention of the radio managers to the desires of radio listeners. Delta FM radio, as part of Masima Media Group, is a radio that realized the need for revitalization. They changed their target audience and positioning to regain its former glory. Delta FM radio get back to the core benefit with the tagline: “100% Great Songs”. Shifting from highlighting the emotional benefits to functional benefits and to cut a variety of benefits is called “reverse positioning”. Expected learning outcomes – The objective of this case study is to give deeper comprehension a new concept called reverse positioning or reverse branding. It is an example of the dynamic of hyper competition in media market in practice, in the emerging market such as Indonesia. It provides clear picture of the difference between listener oriented vs advertiser oriented company and the impact of the imbalance portion between them. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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